/ a.v> 


The  Administration  of  the 
City  Association 


The  Administration  of  the 
City  Association 


National  Board 

of  the  Young  Women's  Christian  Associations 

OF  THE  UNITED  STATES  OF  AMERICA 
600  Lexington  Avenue 
New  York 


1916 


Digitized  by  the  Internet  Archive 
in  2016 


https://archive.org/details/administrationofOOyoun 


The  Administration  of  the 
City  Association 


Objective  of  the  Young  Women’s  Christian  Association 

In  the  suggested  constitution  for  Young  Women’s 
Christian  Associations  in  cities,  the  purpose  of  the  Asso- 
ciation is  summed  up  as  follows: 

“The  immediate  purpose  of  this  organization 
shall  be  to  advance  the  physical,  social,  intel- 
lectual, moral  and  spiritual  interests  of  young 
women.  The  ultimate  purpose  of  all  its  efforts 
shall  be  to  seek  to  bring  to  young  women  such 
knowledge  of  Jesus  Christ  as  Saviour  and  Lord 
as  means  for  the  individual  young  woman  fulness 
of  life  and  development  of  character,  and  shall 
make  the  organization  as  a whole  an  effective 
agency  in  the  bringing  in  of  the  Kingdom  of 
God  among  young  women.” 

This,  the  underlying  purpose  of  the  Young  Women’s 
Christian  Association,  becomes  the  determining  element  in 
problems  of  its  administration. 

If  the  far  objective  of  the  Association  is  the  develop- 
ment of  Christian  character,  its  administration  must  be 
in  the  hands  of  women  who  are  willing  to  relate  every 
part  of  the  work  intrusted  to  them  to  this  great  central 
purpose.  And,  as  a further  means  of  unifying  those  who 
seek  to  work  out  the  purpose  of  the  Association,  it  seems 

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wise  to  limit  the  management  of  its  affairs  to  members  of 
Protestant,  evangelical  churches,  that  is,  those  churches 
entitled  to  representation  in  the  Federal  Council  of  the 
Churches  of  Christ. 

These  are  days  in  which  we  hear  the  church  reaffirm 
in  new  terms  and  with  new  emphasis  the  necessity  for 
testing  the  every-day  life  of  a person  or  a group  of  per- 
sons by  the  standards  of  Jesus  Christ  if  the  Kingdom  of 
God  is  to  be  realized  upon  earth.  The  Young  Women’s 
Christian  Association,  by  its  spiritual  objective,  assumes 
the  responsibility  for  building  these  ideals  of  Christian 
character  into  the  lives  of  the  girls  and  young  women  of 
a community,  and  of  making  that  community  itself  a 
force  for  righteousness.  Therefore,  it  must  enlist  as 
leaders  only  those  who  are  committed  to  this  far-reaching 
program. 

Its  Volunteer  Workers 

The  Young  Women’s  Christian  Association  is  a co- 
operative institution,  an  associating  together  of  women 
from  many  different  kinds  of  environment.  Great  com- 
panies of  its  membership  are  those  who  are  employed  in 
the  world  of  business  and  industry,  contributing  to  the 
Association  through  committee  work  their  experience  of 
women  working  together.  Others  of  its  members  have  more 
leisure,  and  to  them  the  Young  Women’s  Christian  Asso- 
ciation presents  a variety  of  tasks  calling  for  many  kinds 
of  gifts. 

The  volunteer  worker,  as  she  is  called,  has  a contribu- 
tion to  make  quite  distinct  from  that  of  the  employed 
worker.  The  efficiency  of  an  Association  must  always 

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depend  to  a great  extent  on  volunteer  rather  than  on  paid 
service.  As  a member  of  the  community  of  which  the 
Association  is  a part,  each  volunteer  worker  will,  of 
course,  feel  a keen  responsibility  for  making  the  Associa- 
tion a power,  and  to  that  end,  she  will  direct  all  her 
energies  when  she  begins  her  work  in  the  Association. 
The  volunteer  worker  gives  permanence  and  stability  to 
the  work  of  the  Association,  for  the  employed  staff  may 
change  its  entire  personnel  many  times  during  the  term 
of  one  member  of  the  board.  As  a member  of  her  church 
and  of  certain  philanthropic  and  social  clubs,  she  can 
naturally  relate  the  Association  to  the  interests  of  the 
community,  for  she  sees  the  Association  as  an  integral 
part  of  it.  She  is  also  able  to  enlist  other  workers  and 
secure  gifts  of  time  and  money. 

Too  much  cannot  be  said  of  the  necessity  of  continually 
drawing  into  the  resources  of  the  Association  new  workers 
who  will  add  their  own  ideas  as  to  what  the  Association 
might  be  to  the  community.  This  will  protect  a board 
from  the  danger  of  being  too  satisfied  with  the  achieve- 
ments of  the  past,  and  insure  steady  progress  toward  a 
work  which  shall  increasingly  adapt  itself  to  the  growth  of 
the  community  of  which  it  is  a part. 

The  Administrative  Force 

The  usual  administrative  force  of  an  Association  con- 
sists of  a board  of  directors,  a board  of  trustees,  standing 
committees  and  an  employed  staff.  The  board  of  directors 
is  the  executive  body  of  an  Association.  Responsibility 
for  the  election  of  the  board  rests  with  the  active  member- 
ship of  the  Association  and  should  not  be  looked  upon  as 

S 


a mere  formality.  The  management  of  the  work  is  en- 
trusted to  them,  but  it  is  a stewardship  for  the  whole  mem- 
bership. The  responsibility  of  the  board  includes  not  only 
the  supervision  of  existing  work  but  also  its  extension 
throughout  the  community.  This  implies  the  proper  hous- 
ing of  all  activities  and  the  engaging  of  qualified  trained 
workers  to  develop  them. 

It  is  the  responsibility  of  the  board  continually  to  re- 
late' the  work  of  the  Association  to  the  needs  of  the  com- 
munity. Conditions  change  and  methods  which  were  prac- 
tical in  previous  years  may  have  to  be  entirely  discarded. 
It  is  only  by  continual  vigilance  that  it  is  possible  for  the 
Association  to  keep  up  with  rapidly  changing  social  and 
industrial  conditions  which  to  a great  extent  should  deter- 
mine the  nature  and  methods  of  Association  work.  The 
ideal  Association  is  not  necessarily  the  Association  which 
has  all  lines  of  work  symmetrically  developed,  it  is  the  As- 
sociation which  relates  itself  to  the  community  in  such  a 
way  that  the  girls  of  the  community  have  the  greatest  pos- 
sible chance  for  the  abundant  life. 

The  Organization  of  a Board  of  Directors 

The  board  should  be  widely  representative  of  the  women 
of  the  city.  Different  denominations,  different  neighbor- 
hoods, different  spheres  of  life,  different  ages  should  be 
represented.  Women  from  the  professional  and  business 
world  should  be  chosen  as  well  as  women  from  the  home. 
As  the  work  demands  much  time,  the  majority  will  come 
from  those  who  have  more  time  at  their  disposal  than 
women  who  are  employed ; but  it  is  possible  to  secure  the 
services  of  certain  professional  women,  doctors  or  faculty 

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members,  who  can  arrange  their  work  so  as  to  attend  board 
meetings.  There  might  also  be  women  with  knowledge 
of  the  business  world  gained  either  through  managing  their 
own  business  interests  or  in  superior  business  positions, 
such  as  managers  of  trust  funds,  women  in  banks,  private 
secretaries  in  large  corporations  and  independent  owners 
of  business.  Their  judgment  is  of  great  value  to  those  less 
experienced. 

It  is  particularly  important  to  supplement  the  experi- 
ence of  older  women  with  the  enthusiasm  and  more  modern 
viewpoint  of  younger  women,  especially  with  young  college 
graduates  who  have  been  interested  in  student  Association 
work.  The  “Alumnae  Record,”  taken  by  the  National 
Board  in  selected  colleges,  has  been  the  means  of  furnish- 
ing many  Associations,  as  well  as  other  organizations,  with 
enthusiastic  volunteer  workers. 

Every  woman  on  the  board  should  be  chosen  for  a defin- 
ite responsibility.  It  is  not  a body  of  women  chosen  merely 
to  represent  churches  or  certain  groups  of  influential  peo- 
ple. A board  of  directors  is  a body  of  picked  leaders  who 
should  have  definite  qualifications  for  definite  lines  of  ser- 
vice and  who  are  to  be  entrusted  with  large  responsibilities. 
These  responsibilities  involve  not  only  a thorough  knowl- 
edge of  the  work  of  a particular  committee,  but  also  a 
general  knowledge  of  the  entire  work,  past  and  present, 
to  enable  them  to  vote  intelligently  on  every  question  which 
may  arise  in  board  meetings  and  to  meet  outside  inquiries 
concerning  the  Association.  It  is  a necessity  of  intelligent 
leadership  to  have  a thorough  understanding  of  the  eco- 
nomic and  industrial  conditions  in  the  community  and  of 

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the  work  of  all  organizations  which  touch  the  interests  of 
young  women. 

The  best  method  of  organization  in  use  in  Associations 
today  is  that  which  divides  responsibility,  making  every 
board  member  either  an  officer  of  the  Association,  or  chair- 
man of  a committee,  or  in  large  Associations  where  the 
departmental  system  prevails,  chairman  of  a department. 
There  might  be  an  exception  to  the  rule  such  as  a woman 
long  active  in  the  Association  and  no  longer  able  through 
age  or  illness  to  carry  responsibility,  whose  general  coun- 
sel is,  however,  invaluable. 

When  an  office  is  vacant  or  the  chairmanship  of  a cer- 
tain committee  is  to  be  filled,  an  effort  should  be  made  to 
find  as  the  new  board  member,  the  woman  who  is  best  pre- 
pared for  this  particular  responsibility.  It  may  be  that 
the  woman  wanted  is  doing  an  important  piece  of  work 
elsewhere,  but  if  she  becomes  convinced  that  the  old  work 
will  not  suffer  by  being  given  to  another,  and  that  no  one 
else  can  so  well  start  the  new  work,  she  may  accept  the 
opportunity.  Women  are  apt  to  respond  to  a definite  de- 
mand, when  merely  asking  them  to  give  up  a cherished 
work  to  accept  new  responsibilities  would  be  quite  hope- 
less. The  greatest  mistake  of  all  in  securing  a board  mem- 
ber is  to  urge  her  to  become  a member  of  the  board  with 
the  promise  that  she  will  have  little  or  nothing  to  do.  She 
might  reasonably  ask,  “Why  become  a member,  in  that 
case?” 

The  quality  of  work  done  by  a board  of  directors  de- 
pends in  the  last  analysis  upon  the  personal  qualifications 
of  the  members,  aside  from  the  special  gifts  and  training 

8 


that  enable  a woman  to  be  an  effective  chairman  of  a given 
committee.  It  is  not  enough  to  say  that  she  must  be  a 
Christian  woman.  There  are  certain  Christian  women  who 
are  not  good  board  members.  She  must  be  able  to  work 
well  with  other  women  in  co-operative  effort.  Bishop  Hen- 
drix has  said,  “The  measure  of  self-dedication  is  our  abil- 
ity to  work  well  with  others.  ’ ’ This  is  largely  a Christian 
grace,  but  it  is  also  a matter  of  temperament.  The  indi- 
vidual type  of  worker  has  her  place  but  it  is  not  on  a 
board  of  directors,  for  this  is  team  work  and  each  piece 
of  work  must  be  related  to  the  whole. 

Another  essential  qualification  of  a board  member  is 
a genuine  interest  in  girls  and  a capacity  to  understand 
them.  One  is  reminded  of  a woman  who  said  that  in  her 
town  the  employed  girls  would  make  no  use  of  an  Asso- 
ciation because  in  their  free  evenings  they  liked  best  to 
sit  down  and  read  to  their  grandmothers! 

The  woman  who  is  to  direct  Association  work  must  also 
be  able  to  carry  responsibility.  This  implies  the  ability 
to  think  independently  of  others  while  learning  all  that 
others  can  teach,  discrimination  in  the  selection  of  workers 
for  particular  pieces  of  work  and  an  ability  to  inspire 
fellow-workers,  appreciating  fully  their  share  in  the  work. 
She  must  be  faithful  to  carry  to  a successful  issue  any 
undertaking,  and  perhaps  not  the  least  of  her  qualifica- 
tions must  be  the  courage  to  rise  after  defeat  and  rally 
her  committee  to  fresh  endeavors. 

Technical  questions  as  to  elections,  the  number  on  the 
board,  and  the  duties  of  officers  are  determined  by  the 
constitution  adopted.  Usually  the  board  is  elected  at  the 

9 


annual  meeting  by  the  active  membership.  The  names  are 
submitted  by  a nominating  committee  or  by  any  group  of 
members  wishing  to  submit  independent  nominations.  The 
board  members  are  usually  elected  for  a term  of  three 
years.  It  is  customary  to  divide  the  board  into  three 
groups  so  that  the  terms  of  only  one-third  of  the  members 
expire  each  year.  It  is  wise  to  limit  the  number  of  suc- 
cessive terms  that  may  be  served  by  any  one  member.  One 
Association  limits  the  term  of  office  for  officers  and  chair- 
men of  standing  committees  to  seven  consecutive  years, 
providing  for  re-election  after  two  years  if  it  seems  desir- 
able. 

In  the  interim  between  elections  vacancies  are  filled  by 
the  board.  The  number  of  members  varies  in  different 
Associations  from  fifteen  to  thirty.  The  officers  are  usually 
elected  immediately  following  the  annual  meeting  for  a 
term  of  one  year.  A stated  number  of  absences  from 
board  meetings  without  a sufficient  excuse  is  usually  con- 
sidered equivalent  to  a resignation,  and  no  false  feeling 
of  delicacy  should  prevent  the  board  from  considering  it 
as  such.  Board  membership  is  not  an  honorary  office  but 
one  involving  work  and  responsibility. 

Board  Meetings 

A successful  board  meeting  pre-supposes  careful  prep- 
aration. In  some  Associations  the  executive  committee, 
made  up  of  the  officers  of  the  board,  sometimes  including 
certain  heads  of  departments,  meets  regularly  before  the 
board  meeting  to  go  over  the  committee  recommendations 
and  systematize  the  business.  Care  should  be  taken  not 

10 


to  have  the  committee  large  and  cumbersome.  Seven  or 
eight  members  should  be  sufficient. 

The  danger  of  these  regular  monthly  meetings  of  the 
executive  committee  is  that  things  may  be  settled  there 
which  should  come  before  the  whole  board.  The  advantage 
is  that  many  details  are  disposed  of,  some  actions  are  re- 
ferred back  to  the  committees  and  the  business  to  come 
before  the  board  is  simplified.  The  executive  committee 
has  the  power  of  the  board  in  the  interim  between  meet- 
ings, and  may  decide  matters  of  such  urgency  as  cannot 
be  postponed  for  the  decision  of  the  regular  meeting.  It 
may  not,  however,  reverse  any  action  of  the  board  nor  ex- 
pend money  unless  previously  voted  by  the  board.  There 
is  generally  an  agenda  for  board  meetings  which  outlines 
the  important  business  to  be  considered.  This  is  sent  to 
each  board  member  a few  days  before  the  meeting  that  she 
may  be  prepared  to  enter  the  discussion  and  to  vote  in- 
telligently. 

The  time  and  conduct  of  board  meetings  is  fixed  in 
the  by-laws.  Almost  without  exception  these  meetings  are 
monthly,  generally  held  early  in  the  month,  and  they  fol- 
low the  usual  order  adopted  by  all  executive  bodies.  Vari- 
ous experiments  are  being  made,  however,  in  the  matter 
of  presenting  reports  of  the  work  and  in  bringing  to  the 
board  the  needed  information  in  the  most  telling  manner. 
In  a small  Association  each  committee  reports  directly  to 
the  board  through  its  chairman  who  is  a board  member. 
The  results  of  the  committee  meeting  are  summed  up  in 
definite  recommendations  where  the  action  of  the  board  is 
necessary  for  the  accomplishment  of  plans.  In  a large 

11 


Association  where  one  line  of  work,  such  as  the  religious 
work,  could  not  be  earned  by  one  committee,  but  must  be 
distributed  among  a group  of  committees,  such  as  relig- 
ious meetings,  Bible  study,  missionary  interests,  with  some 
sub-committees,  such  as  the  fellowship  or  hospitality,  the 
committee  on  music,  etc.,  the  whole  group  of  committees 
is  included  in  the  religious  work  department,  with  a chair- 
man for  each  committee  and  a head  for  the  entire  depart- 
ment. The  woman  at  the  head  of  the  department  repre- 
sents it  on  the  board  and  presents  recommendations  from 
the  group  of  committees  under  her  supervision.  The  heads 
of  departments  are  appointed  by  the  board  as  the  work  de- 
mands. 

The  presenting  of  secretarial  reports  is  an  important 
matter.  The  general  secretary  usually  presents  her  own 
report,  and  the  reports  of  the  department  secretaries  are 
included  in  the  report  of  the  board  representative  for  that 
department.  A very  good  plan  adopted  by  many  small 
Associations  is  to  have  each  department  worker,  such  as 
the  physical  director,  present  the  report  of  her  own  work 
in  person  to  the  board  after  which  she  withdraws.  This 
plan  brings  the  board  member  into  touch  with  the  person- 
ality of  employed  workers  in  charge  of  the  various  lines  of 
work.  In  large  Associations  this  plan  would  clearly  be 
impossible  for  lack  of  time.  The  best  device  is  to  have  one 
department  worker  speak  to  the  board  each  month,  not 
offering  a detailed  report  of  the  month,  but  presenting  in 
a ten-minute  talk,  perhaps,  her  conception  of  the  possi- 
bilities of  her  department  and  her  plans  for  accomplishing 
these  ends.  She  might  well  give  concrete  instances  of  the 

12 


effectiveness  of  the  department,  pointing  out  practical  ways 
of  co-operation  on  the  part  of  volunteer  workers.  With 
this  plan,  in  the  course  of  a year  the  board  would  come 
in  touch  with  each  employed  officer  at  the  head  of  a de- 
partment. 

The  secret  of  a successful  board  meeting  lies  in  keeping 
to  the  consideration  of  large  interests,  leaving  all  details 
to  the  committees  appointed  to  deal  with  them.  If  the 
president  is  a good  presiding  officer  using  parliamentary 
procedure,  if  the  reports  are  concise,  the  recommendations 
definite,  and  the  discussion  held  to  the  point,  a great  deal 
of  business  can  be  accomplished  in  two  or  two  and  a half 
hours.  The  board  that  gets  sidetracked  on  some  matter 
of  detail,  such  as  the  manner  of  serving  lunch  or  the  kind 
of  covers  for  the  couches  in  the  rest  room,  is  the  board  that 
feels  the  necessity  of  unduly  long  meetings. 

Althpugh  the  custom  of  opening  meetings  with  prayer 
is  universal  in  the  Association  movement,  the  need  is  often 
felt  for  more  time  for  prayer  for  definite  objects.  Is  it 
not  possible  for  Associations  to  provide  for  monthly  meet- 
ings between  business  meetings  for  prayer  alone? 

Of  all  the  administrative  forces  the  board  of  directors 
is  the  most  important,  for  to  them  is  committed  the  de- 
velopment of  the  Association.  They  elect  the  board  of 
trustees,  appoint  standing  committees  and  engage  secre- 
taries to  assist  in  the  work,  but  the  final  responsibility  rests 
with  them. 

The  Board  of  Trustees 

The  board  of  trustees  is  usually  a small  board  of  both 
men  and  women  elected  by  the  board  of  directors  and 

13 


having  the  same  qualification  concerning  church  member- 
ship as  the  board  members.  They  hold  the  title  of  the  real 
property  of  the  Association  and  all  trust  funds,  and  exer- 
cise the  usual  powers  of  trustees  determined  by  the  laws 
of  the  state  in  which  the  Association  is  located.  Their  ad- 
vice is  sought  on  all  unusually  important  business  under- 
takings, and  their  co-operation  has  made  many  large  pro- 
jects possible. 

Standing  Committees 

The  standing  committees  of  the  Association  are  ap- 
pointed by  the  president,  and  their  chairmen  designated 
by  her,  for  the  term  of  one  year,  subject  to  the  approval 
of  the  board  of  directors.  Their  grouping,  if  the  depart- 
mental plan  is  necessary,  their  size,  and  their  personnel, 
are  dependent  upon  the  character  of  the  work.  The  use  of 
a committee  is  to  facilitate  the  sub-division  of  the  work, 
providing  for  groups  of  workers  to  take  charge  of  the  de- 
tails of  every  part  of  it.  A tendency  noticeable  in  Asso- 
ciation work  is  toward  fewer  standing  committees  and 
more  special  committees  appointed  for  a certain  service 
which  can  be  accomplished  in  a brief  term. 

The  weakest  link  in  the  administrative  system  is  apt 
to  be  the  committee.  Its  importance  is  often  underesti- 
mated. A part  of  its  work  is  irsurped  by  the  board  of  di- 
rectors and  a part  by  the  employed  officers,  while  most' of 
it  remains  undone  to  the  detriment  of  the  whole  Associa- 
tion. The  committee  system  offers  an  unequaled  oppor- 
tunity for  interesting  a large  body  of  women  and  employ- 
ing their  diversified  talents  in  the  upbuilding  of  many 
useful  agencies.  The  work  of  the  board  requires  only  a 

14 


small  group,  but  committee  work  may  be  indefinitely  ex- 
tended. Only  women  of  executive  ability  can  be  used  on 
a board,  including  the  chairmen  of  committees,  but  among 
committee  members  many  women  who  work  well  under  di- 
rection may  be  enlisted.  It  is  impossible  for  any  board  to 
carry  detailed  responsibility  for  the  many  lines  of  Asso- 
ciation work.  The  elaboration  of  plans  should  be  carried 
by  committees. 

Some  Associations  have  developed  plans  for  members’ 
councils.  The  council  is  in  no  way  a duplication  of  the 
board  of  directors,  but  is  an  elected  body,  representative  of 
the  different  groups  in  the  Association,  for  the  purpose  of 
discussion.  Its  powers  are  usually  limited  to  recommen- 
dations to  the  board.  It  is  desirable  that  the  council  should 
be  directly  represented  on  the  board,  probably  by  its  chair- 
man. The  number  on  the  council  would  vary  according 
to  the  size  of  the  Association,  but  as  it  is  a discussion  group, 
it  should  probably  never  in  any  case  be  more  than  thirty. 

Selection  of  Committee  Members 

To  the  president  and  general  secretary  of  an  Associa- 
tion is  given  the  responsibility  of  studying  the  tastes  and 
inclinations  of  women,  securing  the  services  of  those  whose 
experience  has  fitted  them  for  carrying  the  heavier  bur- 
dens, and  drawing  out  with  fine  discrimination  the  latent 
ability  of  the  younger  women.  A young  woman  can  so 
be  placed  that  her  interests  and  powers  will  develop  until 
she  becomes  a woman  of  influence  in  Association  life. 
Avoid  the  traditional  type  of  committee  workers.  Too 
long  have  we  been  making  up  our  religious  work  commit- 
tee of  middle-aged  women,  burdened  with  home  and  church 

15 


duties,  and  sometimes  marked  by  a certain  type  of  piety 
not  attractive  to  girls.  The  poorest  missionary  committee 
is  one  made  up  of  presidents  of  church  missionary  so- 
cieties. Too  long  have  we  been  putting  on  our  social  com- 
mittee young  society  women  who  think  the  work  is  merely 
getting  up  entertainments  for  working  girls.  Too  long 
have  the  house  and  cafeteria  committees  been  composed  of 
busy  home-makers  who  visit  the  building  once  a month 
when  the  girls  are  not  there,  interview  the  matron  and 
consider  their  work  accomplished.  Let  us  have  some  young 
women,  together  with  the  older  women,  on  our  religious 
work  committee,  who  can  meet  girls  on  their  own  plane 
of  experience.  Let  us  get  together  a missionary  committee 
of  young  women  to  whom  missions  is  a fresh  and  fasci- 
nating field.  Let  its  enlist,  beside  the  girls  of  leisure,  the 
most  trained  and  mature  judgment  on  our  social  commit- 
tee. There  is  no  field  where  more  original  and  constructive 
work  must  be  done  and  done  soon.  Let  us  have  on  our 
house  and  cafeteria  committees,  in  addition  to  the  experi- 
enced home-makers,  some  household  economic  enthusiasts, 
to  whom  a lunch  is  not  simply  food  served  at  noon,  and 
who  study  the  boarding  home  and  cafeteria  in  their  rela- 
tion to  the  large  economic  questions  of  the  day,  the  housing 
facilities  of  the  city  and  the  weekly  wage  of  girls.  The 
secret  of  all  good  committee  work  is  to  find  the  right 
women,  then  trust  them  with  real  responsibility. 

If  it  is  important  to  have  on  the  board  of  directors  only 
women  who  have  the  same  ideas  in  regard  to  the  essen- 
tials of  the  Christian  faith,  it  is  no  less  important  to  have 
the  same  unity  in  the  standing  committees  where  the  de- 

16 


tails  of  the  work  are  planned.  It  is  often  reasoned  that 
only  the  religious  work  committee  need  be  so  restricted. 
That,  however,  pre-supposes  that  religious  influence  is  to 
be  exercised  only  in  that  department.  As  a matter  of 
fact,  that  is  apt  to  be  the  last  point  of  contact  with  the 
girl.  The  first  is  more  apt  to  be  through  the  physical  or 
the  social  department,  and  unless  these  committees  have 
the  same  spiritual  ideal  for  the  Association  a great  oppor- 
tunity will  be  lost.  It  seems  best,  therefore,  to  have  the 
same  religious  qualifications  for  members  of  standing  com- 
mittees to  whom  is  committed  the  immediate  guidance  of 
the  various  lines  of  work,  as  for  the  board  of  directors. 
To  all  members  who  desire  to  be  of  service  a share  in  the 
work  can  be  given  through  special  short-term  committees 
and  sub-committees. 

Policy 

As  each  committee  faces  its  work,  whether  along  re- 
ligious, educational,  social,  physical  or  economic  lines,  it 
should  set  down  in  black  and  white  its  definite  aim  and 
purpose  and  what  it  hopes  to  accomplish  in  a given 
term  of  years,  say  from  three  to  five  years.  Each  year 
this  policy  should  be  reconsidered  in  the  light  of  the  past 
year’s  experience  and  amended  to  suit  conditions.  In 
some  Associations  the  same  policies  have  been  in  opera- 
tion for  more  than  twenty  years.  Such  a situation  can 
only  mean  that  the  Association  has  long  ceased  to  meet 
the  ever  changing  needs  of  the  community.  It  is  not  pos- 
sible to  frame  a definite  policy  without  an  accurate  knowl- 
edge of  conditions  in  the  city,  a somewhat  clear  idea  of  how 
other  Associations  are  meeting  similar  conditions  and  a 

17 


definite  plan  of  work.  This  sets  a standard  and  eliminates 
the  old  emergency  kind  of  committee  work  in  which  the 
committee  met  once  a month  and  decided  what  to  do  dur- 
ing the  coming  month  without  very  much  reference  to  the 
work  of  the  past  year  and  with  no  definite  objective  in 
view. 

To  illustrate,  the  educational  committee  attempts  to 
frame  a policy.  They  find  that  their  knowledge  of  edu- 
cational matters  in  the  city  is  fragmentary.  They  may  not 
be  acquainted  with  the  evening  work  of  the  public  schools, 
which  should  have  a direct  bearing  on  Association  work. 
Their  first  step,  therefore,  will  be  to  appoint  each  member 
of  the  committee  a definite  field  of  study  to  be  reported 
on  at  a given  time.  They  get  full  recent  information  on 
schools,  public  and  private,  college  extension  courses,  the 
extension  work  of  libraries  and  other  educational  agencies. 
They  learn  from  the  superintendent  of  public  schools  the 
percentage  of  girls  who  have  dropped  out  at  certain 
grades  and  the  percentage  of  those  who  do  not  pass  their 
grades.  They  know  what  is  being  done  to  meet  the  edu- 
cational needs  of  girls,  and  they  are  then  in  a position  to 
decide  how  the  Association  can  best  supplement  existing 
work.  The  committee  will  now  be  deeply  interested  in 
recommending  to  the  board  just  the  right  teachers  and 
leaders  for  this  work  and  in  watching  its  progress.  It  is 
their  experiment;  they  will  want  to  see  how  it  works.  It 
is  upon  such  an  investigation  that  a policy  is  worked  out. 

Budget 

Every  Association  should  have  a budget,  that  is  an 
estimate  of  receipts  and  expenditures  based  on  the  plan 

18 


of  work  to  be  undertaken  during  the  coming  year  by  each 
department.  The  budget  should  be  made  from  the  bud- 
gets drawn  up  by  each  committee  or  department.  After 
its  adoption  by  the  board,  the  finance  committee  should 
see  that  the  budget  is  adhered  to  by  all  departments  and 
committees,  unless  through  subsequent  action  the  board 
permits  an  increase  in  expenditure. 

Committee  Relationships 

A great  problem  in  Association  work  is  relating  the 
work  of  one  committee  to  another  and  to  other  organiza- 
tions. This  is  accomplished  very  successfully  in  some 
places  by  annual  committee  teas  and  dinners  where  all  the 
workers  come  together  to  hear  informal  talks  on  the  vari- 
ous departments  of  the  work.  Another  plan  is  for  the 
department  secretaries  to  visit  all  the  committees  in  turn, 
telling  something  of  the  work  of  their  departments.  The 
chairmen  of  committees  might  also  meet  for  interchange 
of  ideas. 

The  Young  Women’s  Christian  Association  might  take 
the  initiative  in  increasing  the  intelligent  co-operation  be- 
tween the  various  social  agencies  at  work  in  a city.  Some 
Associations  have  given  luncheons  or  teas  for  social  work- 
ers, others  have  used  successfully  the  plan  known  as 
“Know  Your  City  Day.” 

The  Relation  of  Board  and  Committees 

To  sum  up,  the  functions  of  the  committee  are : first, 
investigation  along  the  lines  of  work  assigned  to  its  care; 
second,  discussion  of  the  problems  involved ; third,  recom- 
mendation to  the  board  of  things  to  be  done;  fourth,  the 
execution  of  that  work  when  authorized  by  the  board.  The 

19 


function  of  the  board  is  to  decide  upon  committee  recom- 
mendations in  the  light  of  the  symmetrical  development 
of  the  whole  work  and  of  the  community;  to  initiate  new 
work  as  it  becomes  advisable,  appointing  committees  to 
care  for  it;  to  assume  the  ultimate  financial  responsibility 
for  all  leases  of  property  and  contracts  with  employed 
workers. 

Relation  of  Employed  Workers  to  Board  and  Committees 

The  question  is  constantly  being  asked : What  is  the 

relation  between  employed  workers  and  the  board  and 
committees?  The  general  secretary  is  ex-officio  a member 
of  the  board  of  directors.  She  is,  by  virtue  of  her  office,  the 
executive  of  the  board  of  directors,  just  as  the  board  is  the 
executive  of  the  entire  Association.  As  the  board  acts  for 
the  Association  between  the  annual  meetings,  so  the  sec- 
retary acts  for  the  board  between  monthly  meetings.  It 
pre-supposes  that  she  is  a woman  of  liberal  education  and 
powers  of  leadership,  especially  trained  for  Association 
work,  and,  therefore,  an  expert  in  Association  matters.  As 
such,  she  is  depended  upon  by  the  board  of  directors  to 
give  advice,  just  as  a trained  expert  is  employed  by  a busi- 
ness corporation.  To  do  this  it  is  necessary  that  she  should 
have  the  entire  confidence  of  the  board  and  should  be  fully 
advised  of  all  undertakings.  Almost  every  Association  in 
the  country  expects  its  general  secretary  to  attend  all 
board  meetings.  In  no  other  way  could  she  possibly  do 
the  work  for  which  she  is  employed.  She  does  not,  how- 
ever, vote  or  make  motions  in  board  or  committee  meet- 

20 


ings,  but  merely  exercises  the  privilege  of  suggesting  what 
she  thinks  desirable. 

As  the  executive  of  the  board,  she  is  necessarily  the 
head  of  the  employed  staff.  Every  other  secretary  is  a 
specialist  who  has  been  trained,  for  example,  in  a school 
of  physical  education,  pedagogy  or  household  economics, 
or  has  taken  special  Bible  or  sociological  training.  The 
specialist  approaches  the  Association  from  the  point  of 
view  of  her  own  particular  province.  Often  the  general 
secretary  alone  has  had  Association  training.  She  there- 
fore, as  their  head,  co-operates  with  them  all  to  help  cor- 
relate the  work  of  their  departments  and  thus  produce  a 
strong,  well-rounded  work.  If  she  is  a strong  spiritual 
leader  as  well  as  an  executive,  she  will,  through  a brief 
daily  meeting  for  prayer  and  conference  and  a longer 
weekly  or  monthly  meeting,  bind  the  workers  together  into 
a united  staff. 

Each  department  secretary  is  ex-officio  a member  of 
the  committee  in  charge  of  that  department.  She  should 
always  meet,  at  least  for  most  of  the  hour,  with  the  com- 
mittee, reporting  her  work  in  full  and  making  such  sug- 
gestions as  seem  wise. 

The  president  and  general  secretary  of  the  Association 
are  ex-officio  members  of  all  standing  committees.  It  is 
only  by  faithful  attendance  at  all  committee  meetings  that 
it  is  possible  to  keep  in  close  touch  with  the  different  phases 
of  the  work. 

Difficulties 

Most  of  the  difficulties  which  arise  in  Associations  are 
due  to  lack  of  understanding  of  relations.  Let  authority 

21 


be  clearly  located  and  much  misunderstanding  will  be 
eliminated.  If  a branch  secretary,  for  instance,  under- 
stands before  she  takes  her  position  that  the  executive  com- 
mittee of  that  branch  works  under  the  central  board  and 
the  general  secretary  of  the  whole  Association,  the  rela- 
tion will  be  accepted  from  the  first;  but  if  she  misunder- 
stands the  situation  and  thinks  the  central  board  auto- 
cratic and  the  general  secretary  officious,  friction  is  the 
inevitable  result. 

Another  source  of  difficulty  is  the  lack  of  clear  under- 
standing as  to  terms  of  contract.  For  this  reason  it  is  best 
to  have  either  a form  of  contract  with  each  worker  or  a 
letter  kept  on  file  which  definitely  states  the  length  of  time 
for  which  a person  is  engaged,  the  salary,  the  vacation 
period,  the  nature  of  her  duties,  and  attendance  at  sum- 
mer conferences. 

Another  and  very  prevalent  source  of  trouble  is  lack 
of  knowledge  of  the  duties  pertaining  to  the  various  offices 
in  the  Association.  There  will,  for  example,  be  difficulty  if 
a board  of  directors  expects  the  general  secretary  to  raise 
the  budget  for  the  Association,  and  does  not  understand 
that  that  is  the  peculiar  responsibility  of  the  directors,  and 
that  the  general  secretary  bears  no  more  intimate  relation 
to  the  finance  committee  than  to  the  committee  on  physical 
work,  and  that  she  is  not  expected  to  do  the  work  of  any 
depai’tment,  but  to  co-operate  with  all,  her  distinctive  work 
being  supervision. 

There  will  be  endless  friction,  also,  if  the  general  secre- 
tary is  dictatorial,  if  she  decides  things  of  importance  with- 
out referring  them  to  the  proper  committees,  if  she  is  lack- 

22 


ing  in  courtesy,  if  she  lays  her  will  arbitrarily  upon  her 
associates,  not  giving  them  liberty  in  the  development  of 
their  department  work. 

After  all,  most  difficulties  are  due  to  our  faulty  human 
nature.  The  mingling  of  workers  is  as  delicate  as  the  com- 
bining of  chemicals.  Explosions  are  no  less  apt  to  follow 
wrong  combinations.  Much  may  be  done  by  a wise  presi- 
dent who  studies  her  associates,  and,  when  she  sees  a lack 
of  understanding  between  certain  workers,  makes  a new 
combination,  placing  them  in  another  part  of  the  work 
where  they  may  give  their  best  sei’vice.  The  price  of  co- 
operative work,  so  necessary  to  efficiency,  is  giving  up  some 
of  our  cherished  ideas  in  order  that  the  work  may  advance. 
As  Christian  women,  this  ought  to  be  possible  if  the  grace 
of  God  dwells  in  our  hearts.  The  supreme  test  of  our 
Christianity  lies  in  just  and  generous  relationships  with 
our  fellow-workers.  There  is  no  one  characteristic  that  is 
more  necessary  in  meeting  all  these  difficulties  than  a spirit 
of  frankness  and  fairness.  Untold  misery  may  be  avoided 
if  in  the  beginning  of  a complication  the  president  of  the 
Association  has  the  courage  to  be  frank. 

Training  of  Workers 

When  women  have  been  selected  for  board  and  com- 
mittee work  who  have  been  trained  in  church  and  mis- 
sionary work,  on  boards  of  institutions  and  charities,  and 
in  women’s  clubs,  they  bring  to  the  new  work  a valuable 
experience  that  enables  them  to  take  up  the  problems  -with 
comparative  ease.  It  is,  however,  just  these  more  experi- 
enced women  who  most  feel  the  need  of  specific  training 
for  the  new  work.  They  are  eager  for  any  assistance  that 

23 


can  be  given.  The  most  valuable  training  always  comes 
through  the  doing  of  the  work  itself.  This  includes  the 
study  of  situations,  as  well  as  the  execution  of  plans. 
Gradually  facts  are  acquired,  and  by  relating  one  experi- 
ence to  another  a basis  for  judgment  is  formed.  Merely 
local  knowledge,  however  practical,  cannot  take  the  place 
of  a broad  conception  of  the  whole  Association  movement. 
A worker  needs  this  wider  vision  to  help  her  interpret  the 
needs  of  the  young  women  in  her  own  city.  It  is  so  easy  to 
accept  things  as  they  are,  and  to  make  no  effort  to  change 
them  unless  awakened  by  new  ideals  and  a new  sense  of 
responsibility. 

This  awakening  to  the  great  issues  and  possibilities  of 
Association  work  is  usually  brought  about  through  the  in- 
fluence of  some  one  already  deeply  interested,  through 
reading  Association  literature  or  attending  Association 
gatherings,  whether  institutes,  summer  conferences  or 
great  conventions.  Too  little  use  is  made  of  the  Associa- 
tion Monthly  and  the  various  technical  leaflets  on  city 
work.  The  general  secretary  should  make  sure  that  her 
staff  is  provided  with  copies  of  all  technical  literature,  and 
the  chairman  of  each  committee  should  urge  each  member 
of  her  committee  to  familiarize  herself  with  all  literature 
bearing  upon  the  work  in  hand.  These  leaflets  are  the 
necessary  tools  for  Association  work.  In  some  Associations 
the  general  secretary  keeps  a stock  of  National  Board 
literature  for  sale  for  the  convenience  of  the  various  com- 
mittees. A discussion  in  a committee  meeting  on  some 
article  bearing  on  the  work  in  hand  is  time  well  spent. 
Many  will  be  interested  to  read  other  magazines  dealing 

24 


with  kindred  subjects,  such  as  The  Survey,  the  American 
Journal  of  Sociology,  and  periodicals  related  to  physical, 
technical  and  religious  education.  The  Women’s  Inter- 
national Quarterly  will  keep  one  in  touch  with  the  broader 
Association  work. 

The  sectional  conference,  where  the  workers  from  a 
group  of  Associations  come  together  for  a two  or  three 
days’  session  to  hear  national  and  field  secretaries  or  volun- 
teer workers  present  the  important  lines  of  city  work,  to 
discuss  their  common  problems  and  to  come  to  know  their 
Association  neighbors,  has  proved  very  useful. 

A carefully  chosen  delegation  to  a summer  conference 
returns  so  refreshed  and  revivified  that  the  whole  work 
feels  the  impetus.  They  have  had  a broader  contact  with 
Association  work  than  the  sectional  conference  affords,  and 
to  the  educational  advantages  have  been  added  the  fine 
spiritual  inspiration  of  the  class  and  platform  work. 

To  those  who  attend  the  summer  conferences  and  the 
field,  national  and  world’s  conventions  and  conferences 
comes  a still  wider  knowledge  of  the  adaptability  of  As- 
sociation principles  and  the  wonderful  breadth  and  vigor 
of  the  work.  They  never  afterwards  think  of  their  local 
Association  except  as  a unit  in  a great  movement. 

Volunteer  workers  should  consider  an  occasional  at- 
tendance at  one  of  these  gatherings  a distinct  part  of  their 
work.  It  may  be  possible  to  delegate  attendance  to  one  or 
more  members,  but  it  greatly  adds  to  the  power  of  the 
Association  if  many  women  on  the  board  or  committees 
bring  back  their  contributions  from  the  information  and 
inspiration  given. 


25 


Two  of  the  greatest  needs  of  the  administrative  work 
are  a broader  conception  of  the  Association’s  responsibil- 
ity, which  would  result  in  a closer  co-operation  both  within 
the  Association  and  with  other  organizations,  and  a keener 
appreciation  of  the  personal  influence  of  one  life  upon  an- 
other. The  whole  city  is  the  field,  and  an  Association  can- 
not live  to  itself  but  must  relate  its  work  to  all  other  or- 
ganizations dealing  with  young  women.  Not  only  can  the 
Association  work  with  other  organizations,  but  it  may 
take  the  lead  in  large  civic  movements  to  safeguard  young 
women  in  traveling  and  in  seeking  employment,  to  provide 
better  living  accommodations,  to  encourage  playground 
movements,  and  in  other  ways. 

In  the  largeness  of  the  work  we  must  not  forget  the 
infinite  value  of  the  individual,  and  that  we  deal  with  girls, 
not  in  the  mass,  but  one  by  one.  There  is  imminent  dan- 
ger of  our  depending  too  much  on  our  handsome  equipment 
and  our  elaborate  machinery.  Mr.  Fletcher  Brockman  has 
said  to  the  Young  Men’s  Christian  Association  workers 
what  is  no  less  applicable  to  us: 

“There  is  a possibility  that  as  we  go  along  and  become 
absorbed  in  the  methods  that  have  proved  so  efficient,  in 
the  equipment  that  has  become  so  elegant  and  so  admir- 
ably fitted  to  our  work,  the  keen  sense  of  what  the  methods 
and  equipment  are  for  may  fade  away  from  us.  This  is 
true  not  only  of  the  distinctly  religious  idea,  if  I may  so 
put  it,  but  of  the  other  ideas  that  have  come  into  the  Asso- 
ciation and  made  it  so  powerful.  Outside  of  personality 
that  is  on  fire,  what  can  all  of  our  equipment  be  worth? 
What  is  the  need  of  improved  methods  if  we  have  nothing 

26 


to  use  the  methods  on?  If  we  have  not  some  real  over- 
powering and  overmastering  objective,  there  is  a danger 
of  our  losing  the  message  in  the  midst  of  many  other  things. 
There  is  a difference  between  a message  and  a policy.  It 
is  possible  for  us  to  lay  down  a policy  in  order  to  present 
a message,  and  yet  never  have  any  message  to  present.  ” 
The  method  in  itself  is  nothing,  the  result  is  every- 
thing. To  miss  personal  helpful  contact  with  gii'ls  through 
Ixoard  and  committee  work  is  to  miss  the  real  object  of 
the  Association.  To  work  with  gilds,  not  for  them,  is  the 
Association  ideal  and  it  needs  to  be  reaffirmed  lest  we  forget 
it  in  the  complexity  of  our  organization.  To  give  the  in- 
dividual girl  a chance  for  a stronger,  broader,  happier 
life,  and  to  bring  her  into  vital  relationship  with  Jesus 
Christ,  is  the  fruition  of  our  organized  work. 


27 


PALMER  A OLIVER,  NEW  YORK 


